DOI: https://doi.org/10.57240/DUJMBK03
Page No: 41-49, ISBN: 978-984-35-2570-3
Nadia Newaz Rimi, PhD.1
Mohammad Rabiul Basher Rubel, PhD.2
Introduction
Contemporary researchers are in great interest to redress the devastating effect on natural resources and the overall environment of the exponential rise of human business and economic activities (Almarzooqi, Khan and Khalid, 2019; Stahl, Brewster, Collings, & Hajro, 2020). Latest studies have shown what could be done to combat the impact of human factors on resource preservation and sustainability performance (Chams, & García- Blandón, 2019; Islam et al., 2020). Accordingly, organizations are now found interested to set environmental goals other than making profits, such as sustainable development and social responsibility (De Prins, Beirendonck, Vos, & Segers, 2014; Aust, Matthews, & Muller-Camen, 2020). Even earlier in 2012, it was found that 70% of 2800 international organizations surveyed have business strategies and plans including sustainability issues (Kiron et al., 2012). After that in 2015, the General Assembly of the UN presented “the 2030 Agenda for sustainable development” comprising of 17 sustainable development goals (SDGs) and 169 targets aiming to complete the unfinished objectives of the Millennium Development Goals (MDGs). From these goals, three-dimensional sustainable development areas have been identified: economic, social, and environmental corresponding the goals related to 5 Ps: people, planet, prosperity, peace, and partnership.
Regarding “people” as well as “prosperity”, SDGs intend to …………..High-Performance Human Resource Management and Organizational Performance
